Rationalizing the promotion of non‐rational behaviors in organizations

Abstract

Contends that organizations designed according to current theories require that traits of leadership and personal responsibility be developed in employees at all levels of the organization, not just the formal leaders. Asserts that to develop these traits, organizations must strike an adequate balance between rationality/technical efficiency and non‐rational factors such as emotion. States that organizations currently operate with a facade of rationality, ignoring emotional reality. Argues that leverage for such change lies in working at team/group level meetings, changing the quality of interactions to enhance authenticity and create emotional openness. Maintains that action learning has so far proven the best vehicle for releasing emotional energy into the workplace if facilitators are utilized who can enrich the action learning process with skills drawn from disciplines such as counseling, Gestalt, psychodynamics, and psychoanalysis. Claims that familiarity with the principles of Eastern philosophies is also helpful.

Citation

Smith, P.A.C. and Sharma, M. (2002), "Rationalizing the promotion of non‐rational behaviors in organizations", The Learning Organization, Vol. 9 No. 5, pp. 197-201. https://doi.org/10.1108/09696470210442132